How Many Processes Does Your Organization Use to Run its Business?

How Many Processes Does Your Organization Use to Run its Business?
In his previous Article that appeared in our November publication, Carl Lehmann advocated a portfolio management approach to Business Process Management. In this Article, he proposes conducting a business process inventory as a first step in a BPM initiative, a step that will assess how well a process is performing qualitatively, not merely quantitatively.

Carl F. Lehmann

Carl F. Lehmann

Carl F. Lehmann is a business process management (BPM) specialist. He helps organizations improve execution, performance and outcomes through efficient process design. His career spans nearly three decades during which he developed and brought high-tech products and services to market, and helped organizations use high-tech products and services to run their businesses. Prior to founding BPMethods, Carl ran strategy, product management, marketing & professional services for a software-as-a-service (SaaS), business-to-business (B2B) integration firm. There he developed technology and services that managed supply chain processes for over 350 large companies, and provided electronic commerce services to over 3000 small and mid-sized suppliers. As a Research Vice President and Business Analyst for top IT research firms Gartner and META Group, he advised Fortune 500 firms, and a range of small and mid-sized companies, in how to use emerging technologies to improve business process performance and results. Carl has authored four eBooks on various BPM topics, developed a BPM database system to help companies manage their processes as a portfolio of strategic assets, and devised a simple yet elegant methodology that any manager can use to initiate and run business process improvement projects. He is published globally with over 200 reports and articles on the best practices used in supply chain management and customer relationship management across a broad range of industries including: aerospace, banking, chemicals, consumer electronics, distribution, energy, manufacturing, mining, pharmaceuticals and retail. Carl began his career as a Project Manager for AT&T and a Product Manager for Digital Equipment Corporation (now Hewlett-Packard). He is a graduate of Boston University, School of Management with degrees in Finance and International Management.
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